Improving Organization Retention

Employee retention is the solution for improving organizational performance (Dey, 2009). An organization who wants to ensure they keep their employees from leaving their business to work for a rivalry organization is to maximize job satisfaction. To maximize job satisfaction the organization will need to make changes to their training process to ensure that each employee fully understands his or her position in the company. The company should also speak with the employees on how they feel about their job (Spector, 2008). An organization that can create a friendly atmosphere for the employees will have a better chance of keeping them. The ultimate goal here is to retain employees and try to keep them from wanting to leave the organization to work for a company rival. Employee motivation can also help to boost the confidence of the organizations employees.

Justice theory

The justice motivational theory is concerned with the values in a person rather than his or her needs, beliefs, or reinforcements (Spector, 2008). This theory goes on the assumption that most people value fairness in their relations with other employees in the workplace. When an individual is hired by an organization to do a specific job that individual expects, they will do their job to the best of his or her ability and in return he or she expects to be treated fairly by the organization and other employees (Spector, 2008). If an individual is treated fairly he or she will be motivated to treat others with the same fairness and respect.

Two-Factor theory

The two factory theory states that an individual is motivated by the nature of the job and not by rewards or conditions of the job (Spector, 2008). The two-factor theory consists of two categories, the hygiene factor and the motivator factor. Hygiene factors include relevant and pertinent information for the job, such as pay, coworkers, supervision, and company policies these are considered animal needs (Spector, 2008). The hygiene factors are all self explanatory as they describe things and issues that every employee faces when taking on a new position with a new company. These are also considered to derive from the psychological needs of animal nature in human beings. Motivator factors include accomplishment, appreciation, accountability, and the temperament of the work involved.

Occupational Stressors: The Pit Boss

One of the main ways an employer can detect occupational stressors is by taking into account the exit interviews from his or her staff leaving the organization. One way to prevent occupational stressors is to identify the situation that is causing the stress and then take the necessary steps in reducing the stressors in an attempt to reduce the stress. In identifying the stressors at JC’s Casino while evaluating the exit interviews from previous staff members, it seems there is a problem with the casino’s pit boss, Joe. Several employees upon taking their exit interviews made statements about the pit boss possessing a toxic attitude and downright mean and evil. The first thing to do in a situation like this would be to sit down with the individual and talk to him or her about his or her attitude with the other employees. The exit interview is a viable piece of information in which the employer may use to retain current employees. Exit interviews are a key source for information on the health of the organization. Although the stress of dealing with the owners step-son may have contributed to the employees quitting their job may have been a major contributor, there were several other factors as well, such as asking the full-time employees to cover shifts of room cleaning because of absenteeism.

Improving Job Satisfaction

Job satisfaction is the attitude of people’s feelings toward their job, this means whether or not an employee likes or dislikes his or her...

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...﻿RECOMMENDED PERSONNEL RECORDS RETENTION REQUIREMENTS: FEDERAL
TITLE VII (1964 CIVIL RIGHTS ACT, AS AMENDED IN 1991)
Records To Be Retained:
a. Any personnel or employment records made or kept by the employer, including application forms and records pertaining to hiring, promotion, demotion, transfer, layoff or termination, rates of pay or other terms of compensation, and selection for training or apprenticeship
b. Personnel records relevant to a charge of discrimination or action brought by the Attorney General against the employer, including, for example, records relating to the charging party and to all other employees holding similar positions, application forms, or test papers completed by unsuccessful applicants and by all other candidates for the same position
c. For apprenticeship programs: (1) chronological list of names and addresses of all applicants, dates of application, sex, and minority group identification, or file of written applications containing the same information; and other records pertaining to apprentice-ship applicants (for example, test papers, interview records); (2) any other record made solely for completing EEO-2 or similar reports.
d. For employers with 100 or more employees: Copy of EEO-1, Employer Information Report.
Retention Period:
a. One year from the date the record was made or personnel action was taken, whichever is later.
b. Until final disposition of the charge or action.
c. (1) Two...

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